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Interview with Gerard Kleisterlee, retiring CEO of Philips Electronics. Kleisterlee led the effort to focus on emerging markets where sales of health care, lighting and consumer products are accelerating. Second quarter sales in emerging markets went up 29% for 2010 over the prior year, and now are 34% of total Philips sales. As part of this strategy Philips is increasing its staff and research divisions in China, to capture part of the $125 billion that China plans to spend on healthcare in the next 3 years. Kleisterlee talks about local competitors in emerging markets who are trying to get a regional or global presence. How Philips is increasing local responsibility, and how it is designing, engineering and manufacturing products specifically aimed at local markets in emerging market countries- as away to compete effectively in these markets. He also points out that it is no longer sufficient to be in the major cities, Philips has to move into smaller cities and into the rural areas to increase sales. He sees consolidation opportunities in Asia where the lighting manufacturing is still fragmented. Responding to a question about Philips still being too old, too male, and too Dutch, Kleisterlee agrees that it is too male and too Dutch for his comfort. Women are a bigger part of his health-care team, but not that much progress in other areas of the company. And he would like to see more local leaders in emerging markets. He sees consumer behaviour changing in one respect- there is an increasing consciousness among buyers for value, and not just for low price points, but at all price points....

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In a speech at the Peterson Institute Marchionne says Europe has not addressed its problem of 30% overcapacity for making automobiles. He is handling two jobs one at Fiat and one at Chrysler, about which he says: "I am the only one who can guarantee this transfer. There's got to be this blood transfusion and it needs to happen at the speed of light." Within the next 24 months he sees the jobs being split up.

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Is the new size of Black Rock at $2.7 trillion in assets after the acquisition of Barclay Global Investors reason for concern. Black Rock CEO Larry Fink says that 100% of its assets is not trading for its bottom line but managing assets as a fiduciary responsibility. Its leverage is minimal, using $20 billion, or less than 1% of its $2.7 trillion in assets. He says for every dollar of equity Black Rock has a dollar of assets , and that "you cannot compare the two," referring to the overleveraging that brought down many financial firms like Bear Stearns and Lehman. He added that most of the money from BGI is in stock and bond index funds.

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Licht looked for ways to revive a network that is losing viewers as streaming and rapid changes in how television is delivered are leading to a decline in cable television.

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Axel Springer buys London's The Telegraph newspaper( allied with the Conservatives) for $793 million. Axel Springer also owns The Politico website in the US. “To be the owner of this institution of quality British journalism is a privilege and a duty,” says Mathias Dopfner, CEO of Axel Springer, the German publisher. He says Axel tried to buy The Telegraph 20 years back. It will preserve the editorial independence of the newspaper and invest in its digital development and AI related work.

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Aramco Saudi pipeline to Yanbu to get 7 million b/d out from the east to western Saudi Arabia on Red Sea- 700 miles long as long as Trans Alaska pipeline. It was built with help from Mobil Oil in 1983 during the Iran Iraq War to get oil away from the volatile Gulf region. Another pipeline gets about 2 million b/d from UAE to Fujairah on the Gulf of Oman. This is not the first time the Saudis have faced such a volatile Gulf region.

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US naval blockade of Iran includes tracking the 1500 ships in the shadow fleet that operate in the area- WSJ on how the US is doing it. For ships going in shadow ships can disguise their destination, when coming out in these waters it is difficult to do this and the US has good tracking ability. For the US the operation this is something it is already doing in waters of the Atlantic around Venezuela, and which the US has air and sea capabilities of the US Navy.

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Parallels between the Taft, Theodore Roosevelt and Woodrow Wilson election campaigns of 1910 and 1912, and the campaigns of 2010 and 2012, drawn by a T.R. biographer. He points to a tumultuous period ahead as lobbyists, outside interests, and the political parties and their supporters battle it out to set the direction of the country.

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Interview with Honda CEO Takeo Fukui. In June Honda will rollout a new hydrogenpowered fuel cell vehicle called the FCX Clarity. Its powered with electricity produced by combining hydrogen and oxygen in batterylike fuel cells. Honda will have this vehicle available for lease this summer in California and aims to deliver about 200 of these cars by 2010. Fukui's attitude is refreshing when compared to that of other automakers when answering a question by John Murphy of the WSJ about why try to build a hydrogen car when the stations to power the cars do not exist yet. He tells Murphy if you asked were there any gas stations when Henry Ford came up with the Model T, there weren't any, lets build the cars first and the infrastructure will follow. And Honda is working on the technology that will make it possible to charge hydrogen into fuel-cell vehicles at home . He sees it happening first in California and some other states, and in Japan and Europe. And he sees it taking about 10 years to get some sort of infrastructure in place. Considering the long term nature of the demand side with the gradual inclusion of billions of people in China and India as well as Brazil and Russia into the world economy as well as people in other developing countries this is a solution that takes patient and focused development of technology which Honda is setting out to do. He does not see a safety issue in use of hydrogen vehicles as he is confident Honda can develop the expertise to handle the safety issue for hydrogen. What is his thinking on green vehicles? What happened to the Insight the first hybrid car that Honda introduced? The Insight was never intended to be a mass seller, only to establish Honda's record as having the best record in fuel efficiency. What is Honda doing in this area. Honda does see a problem in this area. Toyota he says developed a green image largely on the back of one car the Prius. Honda will come up in 2009 with a dedicated hybrid vehicle to match the Prius. And Honda is setting the bar high for this Honda hybrid, saying that his feeling that this model will have to overwhelm and overtake the Prius. He goes on to say that this is key for us. Honda he says will take on the challenge and compete with Toyota with its products, its technology, and its racing spirit. This gasoline-electric hybrid will be introduced early next year in the USA, Japan, and Europe, and it will be the first of 4 hybrid models Honda will introduce by 2015. Regarding price the company says it will be "affordable". Honda's goal is to sell 500,000 hybrid vehicles a year. Toyota aims to sell 1 million hybrid vehicles early in the next decade and is working on developing its own hydrogen fuel-cell vehicle. Is Honda developing electric cars? Takeo Fukui thinks the practical feasibility of the electric vehicle is very limited. The two biggest issues in his view being driving distance and recharging time. The FCX Clarity can be recharged in one minute, compared to the several hours for an electric vehicle. In his view the electric vehicles will be uselful only for restricted applications like golf carts. Nissan and General Motors are planning to launch electric vehicles. What is Honda's environmental strategy? Honda being a smaller company has to focus its resources wisely with strategic choices. His focus is on the hybrid as the core product, and after that comes fuel cell and clean diesel as the core products to tackle fuel eficiency and CO2 issues. Takeo has spent more than a decade on Honda's racing teams. He drives a CR-V and enjoys driving up and down the mountains, does not race but does get on Honda's test track once or twice a year. And what has he learned from all the years in racing. When he was fully engaged in the motorcycle racing teams he says the pressure was very high and if they did not do well they got bashed by managers and the media. And actually the results were disappointing for years and the teams kept losing. For hime the series of difficulties and challenges was something that he feels everyone should experience because in some ways he acquired wisdom and creativity to get through these experiences. This is some thing Honda and Fukui will need as they try to develop their own hybrid to take the lead from Toyota and come up with industry leading technology in tackling fuel efficiency and CO2 issues. His own approach to management? Two things he always keeps in mind are take time to keep up good communication with associates at work, and testing Honda's own products with his own hands. What does he think about the auto industry in 2008, is it a turning point? He says it has becom clear in 2008 that a company has to have the technology to deal with carborn dioxide and fuel efficiency issues. And its clear that smaller vehicles are more attractive than larger vehicles. And its possible he says that we may go back from automobiles to motorcycles. In fact in India Honda is promoting motorcycles in a big way, while Tata is developing the Nano for mass market, so Takeo is talking about something that Honda sees happening in some places. ...

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Jack Ma tells employees in an email: "At 48, I am no longer 'young' for the internet business. The next generation of Alibaba people are beter equipped to manage an internet ecosystem like ours. I believe they understand the future better than I do." Ma plans to give up the CEO role May 10, 2013, and let other managers inside the company run Alibaba. Alibaba runs the Taobao and Tmall shopping sites. Recent investments by Alibaba have focussed on improving its logistics system. Management changes include improving efficiency and giving more independence to managers to run their units.

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Ben Rooney of the Wall Street Journal interviews Mike Lynch of Autonomy. He tells Rooney that the main reason he sold his company to H-P was that H-P had no legacy database business, and this made it possible for H-P to take a new look at how to make data human friendly and to do new things with data that haven't been done before. He describes this as the 85% of what data is about that none of the legacy database companies have shown interest in doing. H-P's size means that it can bring more resources to this effort. He calls this an alignment of values that was the main attraction of H-P to Autonomy. The canny Lynch also says H-P's price, an 80% premium over the share price, was not a blow-out or over-paying by H-P. The London listed technology firms are about 25% undervalued. The acquisition by H-P of Vertica, an advanced database company, also converged in the same direction, says Lynch. And the potential for H-P is to use these resources as a major advatage in developing new products. On the UK technology scene, Lynch says the access to high quality graduates from Cambridge, Imperial, Herriot Watt, and Warwick is an advantage. He worries more about problems lower down with standards of math failing in high schools. ...

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India's Ministry of External Affairs says both sides have agreed to de-escalate in the border dispute involving Bhutan, India and China. This happened after discussions between Indian and Chinese diplomats. "Expeditious disengagement of border personnel at the face-off site at Doklam has been agreed to and is on-going," according to the Ministry of External Affairs statement. The dispute began when China began work on a motorable road in the Doklam plateau which provides entry into India's northern plains.

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The defeat of Eric Cantor in a Republican primary in 2014, by David Brat, a professor of economics at Randolph-Macon College of Ashland, Virgina. Brat did this with just $200,000 and the support of local talk show person Laura Ingraham, compared to $5.4 million raised by Cantor. Brat did this without national Tea party support, depending more on local activism in a conservative district, and the sentiment locally for Anybody but Cantor (ABC). This shows how quickly sentiment on the ground can change, as Cantor had previously won primaries with much as 79% of the vote in an area stretching from Richmond to the Washington suburbs.